Making every dollar count
For fifth-generation dairy farmer and Dairy Australia Director James Neal, strong industry leadership starts with the same principles that guide decisions on his family farm: evidence, experience, and practical thinking.
James and his family have farmed at Oxley Island on the New South Wales Mid North Coast since 1878. Today, the pasture-based operation milks up to 800 cows and produces between four and five million litres of milk each year.
For James, the key driver on farm is profitability, with a goal of being among the top 10 per cent of the dairy industry for earnings before interest and tax (EBIT) in DairyBase. The business focuses on achieving high pasture utilisation, targeting 9–11 tonnes of dry matter per hectare on its dryland farm, and selecting high Balanced Performance Index (BPI) bulls to support herd performance.
While recent droughts and floods have challenged the business, strong pasture growth this season has reduced reliance on conserved feed.
“We’re growing an unbelievable amount of grass at the moment,” James said. “It’s taken a lot of pressure off after the conditions we’ve experienced over the past few years.”
Research informs decisions on farm
James’ approach to farming has been shaped by both practical experience and formal agricultural research. After completing an agricultural science degree and PhD focused on dairy forage systems, James developed an evidence-based approach that continues to influence decisions on farm and in the boardroom.
“Dairy farming is complex,” James said. “There are trade-offs between yield, water use efficiency and nutritional value that determine the economics. My research experience taught me to question the evidence and consider how different factors work together before making a decision.”
That analytical approach continues to influence decisions on the family farm, including the recent introduction of virtual fencing technology to support grazing management and pasture utilisation.
“Farmers are time poor, so technology that provides better measurements can support decisions about where and when pasture surpluses or deficits may occur,” he said.
“Timing is critical in farming. Having better information can make it easier to act at the right time and improve the amount of pasture the herd uses.”
Bringing farmer and researcher experience to leadership
As a Dairy Australia farmer director, James brings together his experience in farming, agricultural research and regional industry leadership. His focus on evidence, productivity and practical value is closely reflected in Dairy Australia’s focus on farm profitability and returns on investment.
“We need to make every dollar count, including farmers’ levy investment,” he said. “At board level, that means looking carefully at where investment can deliver the greatest value and impact for farmers, especially when the cost-price squeeze is putting extreme pressure on farmer’s margins and bottom line.”
For James, the future of dairy depends on profitable farms, skilled management and making the most effective use of pasture and forage resources.
“We need a vibrant and exciting industry that attracts the next generation,” he said.
“The rapid advancement of technologies such as virtual fencing highlights the potential for innovation to play a critically important role, increasing our currently stagnant levels of productivity improvements on dairy farms.”
For him, leadership is ultimately about understanding what works, challenging assumptions and ensuring investment delivers practical value at the farm level.
It’s an approach shaped by more than a century of family farming, strengthened by research and now being applied to decisions affecting the broader Australian dairy industry.
Dairy Australia members can participate in the organisation’s governance, including voting on director appointments at the Annual General Meeting. Membership is voluntary and free for eligible Australian dairy farmers.